Project Controls International

FPSO and Topsides

West African Costs

Basis of Estimate

(white papers)


         Project Knowledge = Success


Que$tor Estimates

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- Construction Unit Costs

- FPSO and Topside Costs

- Offshore Fabrication Costs

- Welding Consumables


B.Dev./ Contracts

- Contracts: Quantum Meruit

- Guide to Business Acquisition

- Proposal Development

- Relationship Building

- Video: LATTE (Starbucks)

Mind Maps

- Estimating

- Planning

- Schedule Development

- Schedule Maintenance

- Risk Management



- Constructability

- Document Management

- Estimating Process

- Project Claims and COs

- Project Controls

- Project Execution Plan

- Project Execution Strategy

- Contract Synopsis


- Basis of Schedule

- Number of Schedule Activities

- MS Project vs. Primavera P6

- Planning and Scheduling

- Schedule Extension of  Time

- Typical Primavera P6 Settings

- Updating a P6 Schedule

- Video: Liquidated Damages

- Why Your Project will be Late



- Construction Estimating

- Estimating Course

- Planning and Scheduling

White Papers

- Basis of Estimate

- Communicating Effectively

- Construction Escalation

- Earned Value Management

- Estimating Productivity

- Evaluating Change Orders

- International Multipliers

- Nigerian Content Development

- Project Execution Plan

- Project Risk Contingency

- Project Variables

- Que$tor Estimates

- Risk Analysis Spreadsheet

- Risk Breakdown Structure

- Risk Management

- Spreadsheets vs Databases

- Starting the Project

- Why Project Controls

- Work Breakdown Structure

Interesting Stuff

- Programmable Robot

- Pipe Dimensions and Weights

- Concurrent Database

- LibreOffice Base vs. MS Access

- SharePoint Database

- SAP vs Oracle ERP

- Free Unit Converter

- Motivational Food for Thought

- Passionate about Meetings?

- Video: Project Controls



Contact Us

- Bio

- PMC Consultancy


Question: Did you enjoy your last workplace meeting? Did you participate and where fully engaged? Or where you bored to sleep? Was the meeting productive or a waste of everybody’s (or mostly everybody’s) time?


And how do you feel about meetings? Do they make you feel empowered/ enlightened/ participative or bored/ frustrated/ apathetic?


Most of us have at best mixed notions about meetings, and at worst find them pointless. So what makes for a great meeting? Are they even necessary? And how should a meeting be conducted? Is there even a correct way to conduct a meeting?


Reality is that if you’re simply an attendee you’re options are limited: attend or simply fail to attend the meeting. On the other hand if you’re the meeting chairman, you’ve got the opportunity to make a change. Of course, one must be brave and willing to do things differently: Otherwise isn’t it safer just to mumble through the proceedings? That is just to roll through meeting’s agenda speaking with the head down into a laptop screen or some bulleted points?


If you’ve got major influence over the meeting as the chairman/ organizer or main stakeholder, then put yourself in the shoes of your meeting attendees. Rarely does anyone want to waste their time and be bored.



Meeting Size and Dunbar’s Number


Professor Robin Dunbar (British anthropologist and evolutionary psychologist) studied the link between the brain neo-cortex size in primates and their social group complexity, and suggests a parallel that can be extrapolated with human’s own larger neo-cortex size and consequently a larger social group. This “Dunbar’s Number” is estimated at about a 150 people socially and about 12 people for those in the “inner circle” with much closer ties. And this appears to be in line with a number of organizations, for example the size of a military squad of about 7 to a dozen people (close tightly knit group), to the Roman maniple of about 120 soldiers (each maniple made up of 2 centuries, each responsible for up to 60 soldiers depending on latter’s experience level) or the modern equivalent of the maniple being the company military unit made up of 80 to 250 soldiers.


And why the importance of minding this number? Group size matters. A lot. And one needs to appropriately size the meeting with enough members to generate some energy and dynamism, while at the same time keeping it personal. Ideally for most types of meetings (with dialogue/ contributions from all parties involved) you’d want about six people. Take away, and it can potentially eel awkward and static, add more, and focus and a personal touch will be lost.



Other Considerations - Meeting Shopping List


So how do we go about the business of conducting a meeting? Answer: Plan ahead, deliver with purpose.


Consider the below as a possible meeting “shopping list”:


- Meeting purpose. What is the purpose of the meeting. What does it intend to accomplish. Is it simply to present or request a status update, to mobilize members to action, to seek their ideas or approval?


- Agenda. What items will be discussed. Prepare these in advance, and distribute to attendees prior to meeting.


- Attendees. Who will attend. Limit the number to the minimum. Ideally only those that have a direct interest in the meeting agenda points. Avoid where possible to have disparate items in same meeting, as you will lose positive energy and enthusiasm from your attendees, these being bored in wait to have their say and once done quickly switching off.


- Meeting size. As discussed earlier this is a critical point, and will affect how you conduct your meeting. Generally keep the attendees to a minimum, unless it’s a celebratory pep-talk type of meeting.


- Frequency. How often will the meeting be held. Will it be daily, weekly, monthly or ad-hoc?


- Format. Formal or informal. With projector and PowerPoint slides or paper notes. Sitting or standing up.


Note: the “stand-up meeting” is actually a very efficient method to hold regular e.g. daily meetings to discuss status, issues and concerns and promote group cohesion and foremost meeting expediency. Those in the construction industry will be familiar with the “tool-box meeting”, however this does not need to be limited to the construction site, but can very effectively be utilized in an office setting (the author himself holds a “morning stand-up meeting” every day having learned this from another colleague).


- Presentation. Keep the meeting fresh and interesting. If using PowerPoint slides, make them amusing, with pictures sprinkled throughout. Use large font and limit the narrative. Slides should not have more than a few bullet points. Try to throw interesting facts and emphasize key points. You should try to keep your audience engaged and the material discussed relevant.


- Timing. This is probably the worst offence regarding meetings. Keep the meeting as short as possible. If some items needs extended discussion, note them and insist on a separate “off-line” or “after-meeting” discussion. Sometimes if the meeting resembles a workshop, with many items to be discussed it’s a good idea to have a clock or meeting timer displayed. There is free software one can download and is very effective in keeping meeting attendees mindful of the time (you can do a google search for “meeting timer”).



Why Project Controls?


Passionate about Meetings… or Not.

Optimum Size of a Meeting (and References to Dunbar’s Number).

P6 vs. MS Project

The two contenders. But which one is better?

An “armchair scheduler” or frontline messenger?

Progressing a Primavera P6 schedule.

Progressing a Schedule
Why Project Controls

Selected Articles


Love them or hate them. How to conduct successful productive meetings.

Funny, but true. Video on the functions of Project Controls.


Settings do matter: pick the wrong settings and your schedule’s output will be meaningless.

What the text books didn’t tell you
Primavera P6 Settings
Video - Project Controls

Selected Articles

Tips on Scheduling

50% Science, 50% Art, 100% Communication

Why Project Controls?

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